Hr competencies and gender v3 final


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Hr competencies and gender v3 final

  1. 1. HR Competencies and Gender Anurag Shrivastava HRNEXT IIM K HR SUMMIT 2012
  2. 2. COMMENTS <ul><li>“ I'd like to believe that there is no difference between the genders when it comes to HR. But now that I think about it: I can't remember ever dealing with a male HR executive, either where I worked or where I applied. Staffers, occasionally yes; execs, no. So I can't speak from experience.” </li></ul><ul><li>“ Men usually become either too involved personally or are too aloof. Women are more empathetic. They can listen, counsel without it disturbing them. There's also a question of stereotype - most employees are not used to seeing men in HR profession.” </li></ul><ul><li>‘ Why are you in HR ? You are an IIT Grad ? ‘ ( functional and gender ) </li></ul>IIM K HR SUMMIT 2012
  3. 3. Evolution of hr <ul><li>18th Century ; women appointed for welfare of women and girl workers </li></ul><ul><li>Seen as a female profession which attracted few men – soft and fluffy </li></ul><ul><li>Women seen as more suited - ability to empathise, relate and influence, and use emotional intelligence. </li></ul><ul><li>Function seen as more employee advocacy than a bottomline driven one </li></ul><ul><li>Evolved into the business partnering role –today - but much is left to be desired there. </li></ul>IIM K HR SUMMIT 2012
  4. 4. HR leaders display <ul><li>Strategy leadership – for HR and for company </li></ul><ul><li>Trusted advisor </li></ul><ul><li>Decisive ; and ability to say know </li></ul><ul><li>Business Knowledge </li></ul><ul><li>Boldness </li></ul><ul><li>Do things differently – value for best people </li></ul><ul><li>HR functional expertise – communications, compliance , rewards, staffing, </li></ul><ul><li>Employee Advocacy </li></ul>IIM K HR SUMMIT 2012
  5. 5. HR leaders display <ul><li>Result orientation </li></ul><ul><li>Self Esteem ; being comfortable with oneself </li></ul><ul><li>Collaborative </li></ul><ul><li>Change champion </li></ul><ul><li>Active listener </li></ul><ul><li>Ideator </li></ul><ul><li>Diversity champion </li></ul><ul><li>Persuasive </li></ul><ul><li>Coach </li></ul>IIM K HR SUMMIT 2012
  6. 6. Hr winners … <ul><li>Relationship Management – with all key stakeholders- internal and external </li></ul><ul><li>Strong technically – functional excellence rewards,staffing,laws,capability/OD,ER,problem solver </li></ul><ul><li>Unruffled under pressure ; self control </li></ul><ul><li>Credibility : create record of keeping difficult commitments and sticking to them. Exceptional integrity. </li></ul><ul><li>My two role models – of different genders live the above but different as personalities </li></ul>IIM K HR SUMMIT 2012
  7. 7. Competencies for 2010 s <ul><li>Manage resources better – do more with less </li></ul><ul><li>Tighter integration with business leaders for results- capability needed to compete in a space –innovation , costs or accountability </li></ul><ul><li>Compete in new markets – talent , people, culture transfers – global mindsets </li></ul><ul><li>Fairness champion – going beyond employee advocacy, diversity , and CSR </li></ul>IIM K HR SUMMIT 2012
  8. 8. Women in HR <ul><li>Significantly higher representation at managerial levels in corporate HR > 45% </li></ul><ul><li>Negligible presence in industrial relations </li></ul><ul><li>Over 80% drop in presence at senior leadership levels of large corporations, not much better than overall 4-6% representation ( US scores much higher ) . </li></ul><ul><li>Greater presence in functional areas like OD than in rewards, staffing and industrial relations. </li></ul>IIM K HR SUMMIT 2012
  9. 9. Women in HR <ul><li>Gender stereotypes, non-executive career path – towards staff rather than line roles </li></ul><ul><li>Family support - growing children, guilt </li></ul><ul><li>Career breaks </li></ul><ul><li>Flexible work options post childbirth, day care </li></ul><ul><li>Rapid societal changes, two income norm, fewer women dropping out of career </li></ul>IIM K HR SUMMIT 2012
  10. 10. Perception Survey <ul><li>Sample size of 129, mainly in leading MNCs and Indian firms; HR & line 50% mix , 37% women respondents </li></ul><ul><li>Dimensions </li></ul><ul><ul><li>More verbal ; better ability to reach out and communicate </li></ul></ul><ul><ul><li>Multi-tasking , Juggle competing priorities </li></ul></ul><ul><ul><li>Establishing trust and becoming a trusted advisor </li></ul></ul><ul><ul><li>6th sense , catching behavioural clues </li></ul></ul>IIM K HR SUMMIT 2012
  11. 11. Survey of professionals IIM K HR SUMMIT 2012
  12. 12. <ul><li>BLOCK </li></ul><ul><li>SUGGESTIONS </li></ul><ul><li>Family commitments are considered – not usually an issue with men </li></ul><ul><li>Making the choice to be career focused & stay focused </li></ul><ul><li>Competence & performance important not gender </li></ul><ul><li>Chose roles carefully which are important to business, don’t take things as they come </li></ul><ul><li>Lack of exposure to so called “hard nosed roles “ ; more in OD and welfare </li></ul><ul><li>Don’t ask for special treatment but never be apologetic about need for work-life balance </li></ul><ul><li>Channelise aggression more effectively. Don’t over do </li></ul><ul><li>Instead of just external networking , build on internal networks, Grapewine </li></ul><ul><li>Move beyond “HR hat” to look at problems using “business hat” </li></ul>Women in hr- expert view IIM K HR SUMMIT 2012
  13. 13. Developing HR career <ul><li>Be an expert - applying theory to business to get respect </li></ul><ul><li>Take a 360 view of a problem - to be an employee advocate as well as value creator </li></ul><ul><li>Build relationships - lasting . Professional and personal across levels </li></ul><ul><li>Champion fairness as core professional and personal value </li></ul>IIM K HR SUMMIT 2012
  14. 14. So does gender matter ? <ul><li>Women dropout rate from career extremely high </li></ul><ul><ul><li>Only 2/22 women of 1992 XLRI batch in corporate HR leadership role </li></ul></ul><ul><ul><li>Industries mainly services – IT or Banking </li></ul></ul><ul><ul><li>Negligible presence in core sectors </li></ul></ul><ul><li>Significant ( 70% ?? Or more ) of CXOs in HR are men while at entry level they are about 60% or so </li></ul><ul><ul><li>Work-life balance choice ? Far better represeentation of wmen at exec level </li></ul></ul><ul><li>More men exploring the feminine side and women becoming more hardnosed about business – gender shall be irrelevant </li></ul>IIM K HR SUMMIT 2012
  15. 15. Path forward <ul><li>Industrial exposure , IR </li></ul><ul><li>General management path </li></ul><ul><li>Develop internal networks </li></ul><ul><li>Stay focussed on career but not be apologetic about worklife balance </li></ul><ul><li>Exposure to hiring,rewards,measurements </li></ul><ul><li>International postings, East Asia </li></ul><ul><li>Stint in business functions – sales </li></ul><ul><li>Leverage Technology, Social Media </li></ul>IIM K HR SUMMIT 2012